Processing management information

ABSTRACT

Management information is processed. A first set of computer data is acquired that represents a model of an organization of people having fundamental components, such as processes or capabilities, that are represented in the first set of computer data by data items. The first set of computer data is associated with a second set of computer data that represents a portfolio of management concepts, such as management goals. A report of management concepts is issued based on the second set of computer data and is sorted by fundamental component.

CROSS-REFERENCE TO RELATED APPLICATIONS

This application claims the benefit of U.S. Provisional Application Ser.No. 60/133,152 entitled “PROCESS MANAGEMENT INFORMATION” filed on May 7,1999, which is incorporated herein.

BACKGROUND OF THE INVENTION

Reputable authorities have documented industry's difficulty withsuccessfully implementing either strategic plans or initiatives (e.g.,reengineering: ⅔ fail; mergers: 57% fall short; IT projects: only 34%are implemented and take twice as long and twice as much money asprojected). In addition, common frustrations of business executivesaround resulting from rapid rate of change can be paraphrased asfollows:

-   -   “There's so much going on I can't get my arms around what it all        means for improving the way we do business, and when I get close        to a really important strategic initiative, particularly one        affecting multiple aspects of the enterprise, it's usually in        trouble.”

As a result of today's shortening business cycles and global, dispersedorganizations, a key competitive issue is how quickly an organizationcan successfully realign its people around initiatives to change theorganization's business model or react to unforeseen circumstances oropportunities. Existing strategic planning and project managementpractices, which are actually or effectively separate processes, do notwork quickly or effectively enough for a rapidly changing competitiveenvironment:

-   -   Initiatives are proliferating in virtually every organization at        an increasing rate due to technology shifts and, at any one        time, are difficult to visualize or interpret strategically.    -   Local initiatives are often designed without a clear connection        to overall corporate strategic goals and priorities, or with        each other, so efforts can end up being at cross purposes or        poorly coordinated.    -   Strategic thinking is not prevalent in the design of many        initiatives which thus tend to perpetuate current practices more        than find new ways to grow and prosper.    -   Existing management practices are often too informal and        undisciplined to stay focused on key priorities or to keep        abreast of changing circumstances.    -   Projects tend to be managed individually without strategic        context so people working on teams do not understand how their        actions contribute to the business.    -   Managers spend too much time administratively keeping “all the        balls in the air” and too little time working proactively on        substantive issues driving the business.

As a consequence of these problems, organizations find it more and moredifficult to meet basic business expectations or to get crucial changeinitiatives accomplished. Organizations have difficulty translatingoutside events or new ideas into strategic plans and initiatives thatget implemented. Today management needs a quick, cohesive generalmanagement process and tools designed for agility in the 21^(st)century. There are examples of agility and high performance; in factorganizations across different industries have been held out assingularly successful and numerous studies have identified specificaspects—leadership, culture, customer relations, quality—that correlatewith high growth and results.

The Web and Internet technology allow far-flung people to be linked andshare information as never before, fostering new alliances andrevolutionizing business. However, the tools developed so far areprimarily intended to enable people to communicate at the individual andteam level.

SUMMARY OF THE INVENTION

A single cohesive framework can be provided that embodies key elementsfor being agile (e.g. organizational development, leadership, projectmanagement, strategic planning) and that uses the Internet to make theseelements readily available. Tools can be provided that help peopleunderstand business goals holistically and work in an integrated andagile way across the organization to accomplish common or shared goals.A common framework can be provided for communicating effectively acrossdiverse groups. A common framework can be provided for assessing keyelements of the business. The framework can also be used to accessexternal sources of knowledge, expertise and tools.

As used herein, “organization of people” refers to any group of people,businesses, or other entities that are associated for one or morepurposes. Typical organizations of people include a business, anindustry group, a professional organization, a large corporation, apartnership, a customer allied with a supplier, a university, a divisionof a company, a government agency, and a political organization. As usedherein, “management concept” refers to any product of a thought processby a person or other entity that is charged with a responsibility.Typical management concepts include goals, objectives, initiatives,ideas, plans, strategies, expectations, assessments, and targets. Asused herein, “pointer” refers to any reference used to direct theattention of a person, computer program, or other entity. Typicalpointers include hypertext links, pull-down menus, index entries, andtextual directions.

In one aspect, the invention features a method for use in processingmanagement information. The method includes acquiring a first set ofcomputer data representing a model of an organization of people, themodel having fundamental components, the first set of computer dataincluding data items representing the fundamental components;associating the first set of computer data with a second set of computerdata representing a portfolio of management concepts; and issuing areport of management concepts based on the second set of computer data,the report being sorted by fundamental component.

In another aspect, the invention features a method for use in processingmanagement information for managing a customer relationship. The methodincludes acquiring a first set of computer data representing a model ofthe customer relationship, the model having fundamental components, thefirst set of computer data including data items representing thefundamental components; associating the first set of computer data witha second set of computer data representing a portfolio of managementconcepts; and issuing a customer management report of managementconcepts based on the second set of computer data, the customermanagement report being sorted by fundamental component.

Implementations of this or another aspect of the invention may includeone or more of the following features. The fundamental components mayinclude a customer component and at least one of the data items mayrepresent the customer component and may include customer informationfor the customer relationship. The customer information may include adescription of a customer segment, a customer product, or a customerservice. The fundamental components may include a process component andat least one of the data items may represent the process component andmay include process information for the customer relationship. Theprocess information may describe a process to be executed by at leastone person to advance the customer relationship, a process that includesidentifying a customer need, a process that includes identifying anentity that is important to the customer relationship, a process thatincludes identifying a possible solution for a customer in the customerrelationship, a process that includes identifying a benefit to acustomer in the customer relationship, a process that includes strivingto achieve sole source status with a customer in the customerrelationship, a process that includes striving to achieve a customerconfidant status with a customer in the customer relationship, or aprocess that includes striving to outperform a competitor in thecustomer relationship. The fundamental components may include acapabilities component and at least one of the data items may representsthe capabilities component and may include capabilities information forthe customer relationship. The capabilities information may describe acapability that is needed for meeting a client requirement, a capabilitythat includes geographic coverage, a capability that includes atechnical skill, a capability that includes providing a helpful partner,a capability that includes a relationship management skill, or atechnology that is important to a customer. The fundamental componentsmay include an economics component and at least one of the data itemsmay represent the economics component and may include economicsinformation for the customer relationship. The economics information mayinclude a description of an economic potential of the customerrelationship, a description of a profit and loss aspect of the customerrelationship, or a description of an investments aspect of the customerrelationship.

In another aspect, the invention features a method for use in processingmanagement information for managing a program management office. Themethod includes acquiring a first set of computer data representing amodel of the program management office, the model having fundamentalcomponents, the first set of computer data including data itemsrepresenting the fundamental components; associating the first set ofcomputer data with a second set of computer data representing aportfolio of management concepts; and issuing a program managementreport of management concepts based on the second set of computer data,the program management report being sorted by fundamental component.

Implementations of this or another aspect of the invention may includeone or more of the following features. The fundamental components mayinclude a customer component and at least one of the data items mayrepresent the customer component and may include customer

information for the program management office. The customer informationmay includes a description of an internal customer, an externalcustomer, a product, or a service. The fundamental components mayinclude a process component and at least one of the data items mayrepresent the process component and may include process information forthe program management office. The process information may describe aprocess to be executed by at least one person to help meet a commitmentto a customer, a process that includes identifying a customer need, aprocess that includes identifying an entity that is important, aprioritization process, a system delivery process, a process thatincludes an evaluation process, a process that includes a projectmanagement process, a process that includes performing a cost/benefitanalysis, a process that includes an accountability process, a processthat includes providing metrics, a process that includes providingreporting, a process that includes providing risk management, a processthat includes a staffing process, a process that includes a trainingprocess, or a process that includes a decision making process. Thefundamental components may include a capabilities component and at leastone of the data items may represent the capabilities component and mayinclude capabilities information for the program management office. Thecapabilities information may describe a capability that is needed formeeting a client requirement, a capability that includes business unitcoverage, a capability that includes a technical skill, a capabilitythat includes providing a helpful partner, a capability that includes aproject management skill, or a capability that includes a technologythat is important to a customer. The fundamental components may includean economics component and at least one of the data items may representthe economics component and may include economics information for theproject management office. The economics information may include adescription of expenses or a description of revenue.

In another aspect, the invention features a method for use in processingmanagement information for managing a scalable process. The methodincludes acquiring a first set of computer data representing a model ofthe scalable process, the model having fundamental components, the firstset of computer data including data items representing the fundamentalcomponents; associating the first set of computer data with a second setof computer data representing a portfolio of management concepts; andissuing a scalable process report of management concepts based on thesecond set of computer data, the scalable process report being sorted byfundamental component.

Implementations of this or another aspect of the invention may includeone or more of the following features. The fundamental components mayinclude a customer component and at least one of the data items mayrepresent the customer component and may include customer informationfor the customer relationship. The customer information includes adescription of a customer segment, a description of a customer product,or a description of a customer service. The fundamental components mayinclude a process component and at least one of the data items mayrepresent the process component and may include process information forthe scalable process. The process information may describes a process tobe executed by at least one person to deliver a consistent qualitycustomer service, a process that includes identifying a customer need, aprocess that includes identifying an economic factor, a process thatincludes developing a scenario, a process that includes evaluating acompetitor, a process that includes identifying a trend, a process thatincludes pilot testing an option, a process that includes managing anexpectation, a process that includes assessing a system need, a processthat includes assessing an organizational need, a process that includesassessing a management practice, a process that includes suggesting animprovement, a process that includes developing a change managementprocess, a process that includes selling a customer on a change, aprocess that includes developing an action plan, or a process thatincludes maintaining a relationship. The fundamental components mayinclude a capabilities component and at least one of the data items mayrepresent the capabilities component and may include capabilitiesinformation for the scalable process. The capabilities information maydescribe a capability that is needed for meeting a client requirement, acapability that includes geographic coverage, a capability that includesa technical skill, a capability that includes providing a helpfulpartner, or a capability that includes a customer management skill. Thefundamental components may include an economics component and at leastone of the data items may represent the economics component and mayinclude economics information for the scalable process. The economicsinformation may include a description of a profit and loss aspect of thescalable process or a description of an investments aspect of thescalable process.

Other features and advantages will become apparent from the followingdescription, including the drawings, and from the claims.

BRIEF DESCRIPTION OF THE DRAWINGS

FIGS. 1-2 and 4 are block diagrams of software systems.

FIGS. 3, 6-10, and 12-39 are illustrations of computer display screensproduced by the software systems.

FIG. 5 is an illustration of principles underlying the software systems.

FIG. 11 is a spider diagram produced by the software systems.

DETAILED DESCRIPTION

The Agile Management Portal program includes Intranet/Internet basedsoftware integrated in a process to help organizations such ascompanies, enterprises, and businesses, to be more agile. The programallows management teams, wherever located, to quickly plan, design, andwork on a common portfolio of strategic goals and initiatives the teamsbelieve will make the business grow and prosper, and to gain access toprepopulated external sources of knowledge, expertise and tools via theInternet.

Agility management: In at least some circumstances, Agility means beingable to consistently grow and perform better than competitors in themarketplace over time, and Agility management means linking strategicplanning, project management, and high performance organizationalprinciples into an integrated set of management tools, templates andservices that enable organizations to be more agile.

The Agile Manager can serve as a “management portal” through whichpeople can view both internal organizational goals and externalinformation available to help achieve these goals. The Portal'sfunctional architecture is called The Agile Manager, and has fourmodules, the Agile Manager, the Agile Company, the Agile Baseline, andAgile Know-how, that can be used in a planning and management process:

The Agile Manager includes:

(1) a business domain structure to which strategic goals andcontributing initiatives can be linked. This structure creates astem-to-stern view of how the business works, including customer, valuechain, organization and economic domains. This structure allows the userto enter and subsequently explore strategic goals and initiativesgermane to either the organization as a whole or to a particular domain.Once the user picks an area of interest, the user is effectively “oneclick” away from several context sensitive views about investments theorganization is making to grow and improve performance.(2) a gap analysis facility that a management team can use to assessperformance gaps and to design how any aspect of the domain structurewould have to change to close these gaps.(3) the ability to create a portfolio of strategic goals and theircontributing initiatives using either top down brainstorming orbottom-up association techniques. As a result, teams can effectivelystart with a clean sheet of paper and reinvent the business fromscratch. Or the teams can review an inventory of already on-goingactivities and relate these activities to each other and to overallstrategic goals. Having this portfolio available on-line—subject topermissioning controls—for all to see, keeps members of the organizationaware of where they need to go, what it will take to get there, and whatactions should be taken to stay on track.(4) a facility to draw people's attention immediately to changes in theportfolio and its contents that are important to the people in view oftheir particular roles or interests. This facility gives various commonand individualized views of different goals and initiatives that willhelp diverse groups of people to work together effectively. A history ofthese changes and related dates is also maintained.(5) a common attribute structure that provides information (e.g., costs,payback, priority, risks, due dates) for any goal and contributinginitiative so the goals and initiatives can be sorted against a piece ofinformation to facilitate ongoing decision making. For example, ifresources are limited, the user can sort initiatives by cost, payback,and priority, or if the user wants to see how the portfolio will affectany part of the organization, the user can sort by domain.(6) the ability to follow a context sensitive link to any goal orinitiative and its relevant internal and external sources of knowledgedeemed helpful to successful implementation.(7) a management action plan/agenda utility that managers can use tokeep track of pending issues and actions for each strategic goal orinitiative. As a result, users can learn about outstanding issues,upcoming agenda items, and the responsible parties. As a result, itemsare easily found and a user is allowed to see progress related issuesbefore meetings so that less time is need to focus management meetingson substantive issues.The Agile Company:(8) The Agile Manager also supports the Agile Company program, whichincludes content that executives can use to assess how well theirorganization matches high performance criteria and to suggest base-casetemplate programs that can be adapted to accelerate developing agility.Behind the Agile Company is content reflecting 20 traits andcharacteristics that capture fundamental principles underlying agile,high performing organizationsThe Agile Baseline:(9) The Agile Baseline includes an accessible assessment tool thatdisplays performance criteria that respondents then evaluate in terms oftheir organization's competency relative to each criterion. The resultof this input is displayed as a “spider” diagram that visually helps toconvey the extent of any gaps that should be closed to improvecompetitiveness. The spider diagram helps people focus on opportunitiesfor improvement and makes the rationale for change readily accessible tomembers of the organization.

Agile Know-how

(10) Agile Know-how includes a subscription service that provides linksto specific knowledge sources and tools that can be helpful to peopleworking on different initiatives. This subscription service fitstogether with the Agile Manager so the knowledge is accessible in thecontext in which it is needed.

When the Agile Manager and its modules are used in conjunction with theAgility Management Process, people are better able to work together in away demonstrated to be correlated with high performance:

-   -   Fosters a more adaptive culture (e.g., to relish change and        fight inertia): linking goals, projects and their attributes and        being able to sort the portfolio to focus on a particular aspect        facilitates adapting to changes when they occur    -   Helps align users behind strategic goals and contributing        projects: getting users to “see” in simple outline form where        the organization wants to go to grow and prosper, and what it's        going to take to get there, which enables users to understand        the strategy and to keep their own projects in alignment    -   Helps employees act and be treated like owners: when people can        see a model of the organization and understand how it works they        are better able to make decisions about what is important, much        as if they owned the organization    -   Helps makes decisions based on benefits and risks to the        business: linking proposed initiatives to the model of the        organization, and to costs, paybacks, and priorities makes it        easier to understand the benefits and risks that could result.    -   Provides well managed structure that encourages teamwork across        boundaries: the ability to understand and be informed of changes        elsewhere in the organization enhances the ability to work        across different disciplines and locations    -   Encourages people to continuously look for ways to improve the        business: enabling management team members to review a table of        contents of their business, and to assess gaps between how good        they need to be and where they are currently, and to set goals        for closing these gaps; this ability of individuals or teams to        step back and to “see” the table of contents and to reflect on        what changes need to be made to be different in the marketplace        and to improve performance is a key ingredient in creating a        culture that continually looks for ways to improve the business    -   Helps people understand better how the pieces of the business        work together: the model of the business gives viewers an        integrated view of how the business works and how they relate,        which provides a valuable context for understanding why        something that does not entirely make sense locally could be        proper for the business as a whole    -   Keeps users focused on successfully implementing strategic        priorities: The ability to constantly view and be aware of what        is in the approved strategic goals and initiatives portfolio        keeps members of the organization aligned around common        strategic priorities    -   Makes the management process more cost effective by having        information and knowledge available when it is needed: the        linking of plans, goals, resources, people and projects into a        relational database accessible via the Internet makes valuable        information available almost immediately        The Computing Environment

To use Agility Manager effectively, an organization may use an intranetwith widespread email and Web browser usage. Agility Manager iscompatible with modern email systems and with Microsoft and Netscape Webbrowsers. Typically, no other client-side software is required.

Agility Manager combines sophisticated application code with powerful,industry standard server components. The Agility Manager server includesa database server, a Web application server, and application codewritten in server-side Java. Agility Manager can use a Microsoft orOracle database server. For example, Agility Manager may be run on anIBM Websphere application server, or may run on other Java-basedapplication servers. The Agility Manager may run on Windows NT orSolaris or other operating environments.

Agility Manager may be installed on an internal server, or may be hostedon a server such as a Web server and connected via Internet or VirtualPrivate Net.

Example of an on-site installation:

Browsers: MS Internet Explorer 3+, Netscape Navigator/Communicator 3+Mailers: Email client with click-through URL linking, such as Notes,Outlook, Outlook Express, Eudora, Communicator. Server OS: Windows NT 4Solaris 2.5+ Database Server: MS SQL 6.5 Oracle 8 Databaseadministration capability is typically required. Application Server: IBMWebSphere 1.1 or 2.0 Web Server: MS IIS, Apache, or Netscape MailSystem: SMTP compatible, such as Notes, Exchange, Sendmail, Smail,Postoffice. Example of an off-site installation: Browsers: MS InternetExplorer 3+, Netscape Navigator/Communicator 3+ Mailers: Email clientwith click-through URL linking, such as Notes, Outlook, Outlook Express,Eudora, Communicator.Integration and Source Code

The Agile Manager is based on a relational data model.

Screen Map for Agile Manager

FIG. 1 is a map of the basic structure of the suite of software thatshows key functions performed by the Agile Manager and ways in whichusers can get access to other modules of the suite. The sequence of themap illustrates logical paths users take as different aspects of thegoal hierarchy are considered, from deciding what belongs and why,designing and modifying goals and contributing projects, monitoring andpursuing issues related to implementation progress, and getting tospecific knowledge found helpful to the context of any particularinitiative. A screen by screen description is provided below.

Overview of Corporate Processes Affected by the Agility ManagementProgram

The Agility Management Program helps leaders, managers, and staffconduct normal management practices in everyday corporate life whilequickly and effectively using the power of the Internet to gain accessto knowledge needed to make decisions. Thus, the program helps leadersand managers to execute daily operations successfully, to continuallyimprove the way they do business, to keep abreast of changingcompetitive conditions, and to deliver increasing value to theircustomers and owners.

The Planning/Execution Cycle (Process)

Technology is transforming virtually every aspect of commerce, andglobalization and deregulation are making competition more complex.These forces are causing organizations to go through planning andexecution cycles to launch multiple new initiatives to cope. To do this,organizations routinely make assessments of their performance—theyconsider best practices, they survey customer opinions, they examinemarket and competitive trends and practices; they create task forces andhire consultants who generate findings and conclusions. To handle theseconclusions, organizations conduct planning to establish goals anddesign initiatives to improve their performance, they hold retreats todevelop these visions, and they decide on priorities and allocateresources to fund initiatives to bring these visions to fruition. Toexecute these initiatives, organizations assign staff and hire outsideexpertise and know-how to get the results they want. To get the resultsto stick, organizations undertake change management programs to bringpeople and organizational behaviors into line with what the newinitiatives require.

The Agility Management Program's software enables people to getorganized and communicate much easier and faster as they go throughthese planning and execution cycles and to gain access to knowledge andtools that will help them understand how to implement their initiativesmore successfully. FIG. 2 illustrates the relationship between the AgileManager and common planning practices.

Managing a Portfolio of Initiatives

The planning/execution process is repeated again and again acrossorganizations in different departments, functional areas, and lines ofbusiness. It is not uncommon for literally hundreds of initiatives to beunderway in units across an organization. Some of the initiatives arelocal initiatives to improve a specific operation and typically do notneed to be coordinated with other initiatives. Many initiatives,however, have multiple components that should be coordinated so thatthey contribute to the accomplishment of a single overarching goal. Forinstance, a new product requires that processes across the organizationfrom sales and marketing through operations and manufacturing andtechnology to human resources be integrated and aligned so that theproduct will be introduced in time to exploit an opportunity in themarketplace. Similarly, introduction of new technology, such as a newworkstation, often requires coordination of units from informationtechnology, sales and marketing, human resource training, andadministration before the new technology can be put into beneficial use.

The Agile Manager not only facilitates the planning/execution cycle for20 any particular goal or initiative, but also allows the user to putall the priority goals and each priority goal's contributing initiativesinto a strategic implementation portfolio or hierarchy (FIG. 3.).

The portfolio view relates contributing initiatives or projects to theiroverarching goals and to each other, and allows the user to sort theseinitiatives, projects, or goals in a variety of ways. For example, theuser can sort the initiatives in terms of their impact on the domainstructure of the organization, by strategic factors such as cost,payback, and priority, or according to the status and stage the goalsand initiatives are in to allow better management.

Helping Leaders, Managers, and Staff Play their Different Roles

People throughout an organization have distinct roles to play in theformulation and implementation of plans. Traditionally, these roles havebeen substantially formalized, with senior levels likely to do theplanning and lower levels likely to do the implementation. Modern emailand voice communication have flattened organizational structures byallowing ordinary employees to get access to information on their ownwithout depending on senior levels as the source of knowledge. The AgileManager allows effectively everyone to see the goals and projectsimportant to the company and, as shown on FIG. 4, helps people to playspecific roles with a clear picture of the initiatives involved andallows people to contribute ideas.

Overview of how the Software Integrates with a Process in the AgilityManagement Program

As shown in FIG. 5, the Agility Management Program reflects principlesof effective management of high performing organizations.

The following describes a typical sequence of how a management user/teammight use the Agile Manager. The particular example is drawn from anactual implementation of the Agile Manager linking strategic corporategoals and Information Technology initiatives. The Agile Managerstructure allows many different business applications, and a key problemit helps solve is bridging a communication gap between business usersand their technical counterparts so both sides work off the same page.

Planning:

The first sequence, for planning, starts with users viewing their domainstructure (FIG. 6) and deciding where they want to set a new goal (seeFIG. 7). Users can view the domain structure at different levels ofdepth from the highest level (shown in FIG. 6) to lower levels showingsub-components within each domain (see FIG. 8). If they wish, users candisplay already existing goals (see FIG. 9), which helps them tounderstand what's in the current hierarchy, which can help addressissues such as whether particular domains are sufficiently active andwhether some existing goals may no longer be appropriate.

Once users have reviewed current activity and debated where the companyneeds to devote attention to improve future performance, they can selectany domain and select an Agile Baseline Mode (“Baseline”). Baselineallows users to critique the selected domain in terms of criteria thatThe Agile Manager suggests (see FIG. 10), or that they provide or modifythemselves. Once the users have agreed on the criteria and reachedconsensus about both how good the criteria need to be and how good thecriteria currently are, the results are displayed in a spider diagram(see FIG. 11). The spider diagram helps to capture the users' assessmentof the current situation and to explain why the domain has been selectedfor developing new goals to be included in the hierarchy. Subsequently,users can return to Baseline to reassess whether improvement goals andprojects that have been undertaken have in fact been successful. Thisreassessment can suggest new gap areas where new initiatives may beappropriate, or indicate that not enough has been accomplished tosufficiently improve the situation.

After exercising Baseline, users may establish a new goal (by a “newgoal” button on the domain screens) (see FIG. 7 for the screen thatappears when the button is pushed) to improve performance. Onceestablished, the new goal takes its place in the goal hierarchy andmanagement can decide what should happen next.

For example, even if a goal “expand business with the most profitablecustomers” has been entered, ideas related to the goal have not beenentirely fleshed out, resources have not been allocated, plans have notbeen formulated, and accountability has not been assigned. The goal iswithout projects necessary to bring about the desired results. To beginto put these projects together, users can use the gap analysis featureto view each domain and sub-domain in terms of how each domain orsub-domain would have to change if the goal is to be achieved. As usersidentify these changes, they create in effect a vision of a differentcompany that would achieve the goal (see FIG. 12). In this example, twoprojects or goals to expand business with profitable customers are: todeepen relationships with high net worth clients, and to have profitableproducts for every segment. Each of these two projects or goals may alsoin turn be analyzed in the gap analysis process to create other projectsor goals that will make them a reality.

As these projects or goals are defined, they are added to the GoalsHierarchy (see FIG. 3) that provides access to the strategic hierarchyof goals and contributing projects or goals that the company is workingon to improve performance. If the user wants to get more informationabout the new goal or any goal listed in the hierarchy, the user clickson the goal of interest to get to summary information as shown in FIG.13 for the goal “expand business with most profitable customers.

In summary, the planning sequence allows the user to update companyplans either by starting with a clean sheet of paper and brainstorming anew goal and the projects that would bring it about, or by reviewing theexisting hierarchy of goals and projects and deciding whether somethingis missing. Thus, the hierarchy typically includes a combination of newideas being considered and maturing goals and projects that are in theprocess of implementation.

Managing the Hierarchy:

The Agile Manager allows managers to keep the hierarchy of goals andcontributing goals in constant view and up-to-date with changingcircumstances. The hierarchy can be viewed as a totality of goals andcontributing goals affecting the enterprise (see FIG. 3), or can beviewed by top goals (see FIG. 14), depending on the user's interest, orby specific top goal (see FIG. 15).

In addition, the user can view the hierarchy against types ofinformation that help inform the user about the impact of goals on thebusiness domains (see FIG. 16) or the priority (see FIG. 17) or impactof each of the goals, or about its status, stage of development, orownership accountability (see FIG. 18). Because these different viewsare a click away, the Agile Manager supports a dynamic decision makingprocess where discussion can move quickly from strategic to tacticalconsiderations. For example, if the topic is budgets, the user can sortby goal or project cost (see FIG. 19), or by priority or return oninvestment (“payback”) (see FIG. 20) and can be provided withinformation that can help the user decide where to commit resourcesbased on factors such as benefit and risk. In another example, whenmanagers meet and want to focus on key implementation issues, they canopt to switch to viewing “status” factors and can view goals or projectsby status (e.g., on track or in need of attention) (see FIG. 18), whichstage each is in (see FIG. 21), risks or who is responsible. Without theAgile Manager, each view would likely require a special study or report;the Agile Manager makes these different views available at a moment'snotice. In addition, managers who want to explore any goal or project inmore detail can click on the goal or project of interest and get moreinformation. Similarly, managers who see something missing whilereviewing the overall hierarchy can select “new goal” from the menu andenter a new goal or project (see FIG. 21)

In at least some embodiments, an especially important view managers canuse to manage the hierarchy is a view in which the goals and projectsare sorted by domain. This view can be produced for any of a number oflevels, e.g., for the entire hierarchy (see FIG. 16) or for a selectedgoal in isolation (see FIG. 24). A purpose of this view is to allowmanagers to understand quickly what initiatives are underway or willaffect an aspect of the business. For instance, if a questions arisesregarding what is being done about market trends, managers can click onany topic on the domain structure (e.g. customer relations) (see FIG.23) and see immediately what initiatives are underway related to thistopic (see FIG. 24). Users can also execute searches by name or word inthe title of a goal or project (see FIG. 25), and can put Alerts inplace (see FIG. 26) that will flag changes that occur in goals orprojects previously indicated as being of particular interest (see FIG.28)

Executing Goals and Projects:

A major purpose of the Agile Manager, in addition to planning andmanaging the overall portfolio of goals and projects (i.e. thehierarchy), is to help managers accelerate implementation progressrelated to a goal and its contributing projects. A user has an array ofchoices to view when reviewing the progress of a selected goal. (Thechoices available depend on the permission that is granted by the Ownerof a Goal to different types of users (see FIG. 27)).

A “summary” page (see FIG. 13) contains information about the goalitself that can be edited (see FIG. 28. Other main views for helping tomanage include “progress” (see FIG. 29) that displays the contributingprojects or goals that must be finished or achieved before the parentgoal can be fully accomplished. The “progress” view allows managers toview progress for the contributing projects side-by-side to determinewhether the projects are properly synchronized or are out of phase witheach other.

Other features are useful for managers and teams executing goals andcontributing projects. A “discussion” feature (see FIG. 30) allows auser on the system to communicate directly about, and in the context of,the goal or project of interest. The owner of a goal can also select aparticularly important part of the discussion and put it on an agenda(see FIG. 31). Another useful feature includes an ability to link tointernal and external sources of information that goal or project teamsbelieve are important to make accessible to users involved (see FIGS. 32and 33). The links provide a practical application of knowledgemanagement because the links allow teams to place informationeffectively or actually one click away so users can get at theinformation without excessively disturbing the state of the software.For example, users can hot-link to and open a detailed Microsoft Projectplan if the plan is useful to the discussions. Users can place Worddocuments related to the goal where the documents can be found, and openthe documents when needed. Similarly, users can link to Web sites ofoutside consultants or suppliers that may be related to the goal athand. In this way, users can start using the software through the domainstructure, find out the relevant issues, and access relevant knowledgecontext sensitively along the way.

The above sections have laid out a description of Agile Manager and theAgile Baseline module. In addition, the Agile Manager includes the AgileCompany and Agile Know-How modules.

The Agile Company can be added to or made accessible from the AgileManager and provides a survey that employees can take to assess how wellthe company or organization is managed in view of high performancecriteria. The Agile Company software can be downloaded onto the client'sserver and a user on the network can complete a questionnaire ofmultiple pages, such as 20 pages, (exemplified in FIG. 34) and then thesoftware can tabulate results to show strengths and weaknesses forsample analysis. The Agile Company also has templates that can be madeavailable to help clients get started with a change program designed toimprove specific high performance traits (exemplified in FIG. 36.

Agile Know-How links users to excerpts of publications about topicsrelevant to the goals and projects in which they're involved. Forinstance, the user can stipulate concepts, such as leadership, andspecific aspects of the concept, such as senior leadership, and the kindof information needed, such as understanding the concepts, or how to bea good leader, and then get excerpts that match the needed information.In this regard, the Agile Manager enables an organization to use theAgile Manager as a single source for not only information aboutstrategic initiatives but also knowledge available inside and outsidethe organization that can help make the organization more agile.

The input screen and process flows include:

Goal Hierarchy Screen: this is the default screen (see FIG. 3) and animportant navigational screen for accessing details about any singlegoal or initiative, or accessing various views. Once the goals andcontributing projects have been loaded, the default screen presents agoal hierarchy and can be used as follows:

-   -   Hierarchy: the left side of the screen presents an outline the        top section of which represents the organization's strategic        implementation plan, i.e., in which the top level statements        represent strategic goals that are the highest level        organization goals, and the next indented level statements        represent contributing initiatives that are indicated as having        to be completed for the strategic goals to be achieved. A user        authorized to see the portfolio view can see where the        organization wants to go and what it will take to get there,        with the goals and projects associated together in one spot.    -   Unassociated Goals: the goals and initiatives under this heading        are indicated as being either no longer relevant strategically        or not yet placed in the hierarchy.    -   Functions from this screen: If a user is unhappy with the        placement of a goal or initiative or wants to adjust attributes        of the goal or initiative, the user has only to click on a goal        or initiative listed to retrieve its related information. For        example, a click on the initiative takes the user to a summary        screen (see FIG. 13 for example) for this initiative. The        following information fields are available for any goal or        initiative:    -   Heading: the entry shows the name of the goal or initiative for        which basic information is displayed on this screen.    -   Owner: this entry lists the name of the person responsible for        implementation of the goal or initiative and authorized to edit        its related information.    -   Parent Goal: this entry lists the name of the goal or initiative        immediately above or superior to the initiative that is active.        An advantage of showing the parent goal is that a user working        on the initiative is instructed that the initiative is        contributing to the parent goal.    -   Objective: this entry shows the objective of the initiative so a        user is instructed as to what the initiative is specifically to        accomplish.    -   History: the entry maintains a running log of changes made to        the initiative, and indicated by whom and when. Here is recorded        when the project was created and when delegated to the current        owner. The changes are monitored by the computer so that the        user can identify which changes the user wants to have flagged        automatically when they are made (see View Alerts below).    -   Status: this entry identifies the category such as “on-time,”        chosen to summarize the status of the goal or initiative's        progress so that the user can determine at a glance whether the        goal or initiative is in need of attention. The categories        listed here can be modified to fit each client situation when an        edit mode is selected.    -   Due Date: this entry indicates the date by which the initiative        is to be achieved.    -   Priority: the benefit entry presents a numerical score from 1        (lowest) to 5 (highest) based on user judgement about the        relative value of the initiative or goal in terms of improving        the business results. For example, the goal may be rated 3 of 5,        i.e., average. An advantage of a simple rating is that users can        quickly understand the rating scale and then discuss        specifically the reasons behind the rating.    -   Risk: this field presents a 1 to 5 numerical score that        indicates a risk level for the goal or initiative, such as that        the team is new, that the technology is untested, or that the        market is new. By keeping track of risk, managers can work        proactively to reduce risk and thus increase the probability of        a successful implementation. In addition, when there are        resource constraints, decisions about which initiatives to        continue to pursue may depend on a combination of benefit scores        and risk scores to indicate how much managers can count on        achieving the initiative and having a positive impact on the        business. For example, with a priority score of 3 that is lower        than a risk score of 4, a question might be raised about whether        to continue to fund the initiative if there are other        initiatives that have better benefit/risk characteristics.    -   Project Code: (not shown) this field allows an alpha-numeric        identifier to be assigned for administrative purposes.    -   Stage: the stage field shows where in the project life cycle the        goal or initiative is so that a user can keep track of how the        goal or initiative is progressing and what remains to be done.        For example, the initiative shown is in the “start up” stage. In        the edit mode, several stages are displayed from which the owner        can pick one that is descriptive of the status of the        initiative.    -   Investment: this field captures the cost of or investment in        each particular goal or initiative so the user can readily        access financial information related to decision making and        priorities.    -   Payback: the payback field refers to the economic return        anticipated for achievement of the particular goal or        initiative. In conjunction with the investment field, the        payback field can allow a ratio of return on investment to be        produced, which ratio may play a key decision making role in an        assessment of the relative value of one initiative versus        another.    -   Rank: (not shown) this field is available for formulas developed        for each client for calculating the ranking of each goal and        initiative, including the combined values of initiatives        contributing to a particular strategic goal.    -   Score: (not shown) the score field relates to a unique        calculation of the cumulative value of each goal and initiative        based on weighting techniques appropriate to the user (e.g.,        alignment with corporate values, brand, payback, competitive        position, management attitudes). Both the rank and score fields        are provided to help users prioritize goals and initiatives in        the portfolio.    -   Edit button: when a user clicks on the edit button, the user is        taken immediately to the Basic Goal Edit screen (see FIG. 28)        which allows the authorized owner to modify the basic        information about the particular goal or initiative that has        been selected. The Project Name and Description fields are for        text, the Due Date is for calendar completion date information,        and the other fields such as domain, status, benefit and risk        priority, and stage present pop-up menus. When changes are        submitted, the changes are automatically accessible to whomever        uses the system and are captured in the history log.    -   Delegate button: this button allows the user to designate or        re-designate the individual who is the owner of the goal or        initiative by going to the Delegate Screen (see FIG. 34A) and        searching through names of candidates to whom responsibility can        be delegated.    -   Delete button: when this button is selected, the user is        automatically asked whether the goal or initiative is to be        deleted and, if so, the goal or initiative is deleted and        archived in case subsequent retrieval becomes necessary.    -   Project Menu: this pop-up menu lists the choices of views the        user can access from the Basic Goal Info Screen as regards the        active goal or initiative that has been selected. The view        choices include the following:    -   Control Panel: when this choice is made the user is presented        with the Control Panel view (see FIG. 27) and can review the        permissioning rules. If the rules are satisfactory, the user can        retreat and proceed along another path. If the rules need to be        changed, the user clicks the edit button and is presented with        another version of the Control Panel that can be edited and        submitted. Only the authorized owner is able to make changes.    -   Project Briefing: if the user wants to understand better how the        15 active goal or initiative relates to the parent goal, the        user can click on this choice and will be presented with the        Project Briefing screen (see FIG. 35). Here salient information        is displayed from the Objective field in the basic information        related to the selected goal (see FIG. 36). In addition, sources        of knowledge that may be helpful to access are listed so that        the user can hot-link to them if need be. In a typical        embodiment, this screen cannot be edited and is just a view.    -   Goal Components: when the user makes this choice, the user is        presented with a Goal Components screen (see FIG. 37) and, in a        typical embodiment, views only the contributing goals that are        related to the parent goal. From this screen the user can access        different functions including:    -   Select Parent: when the user wants to change the position of an        initiative in the hierarchy, the user clicks on this button and        is taken to the Select New Parent screen (see FIG. 38). On this        screen the user can either search for the new parent goal or        initiative if the user knows its name, or click on “Select from        Project Hierarchy” and be presented with another screen that        lists the hierarchy. The user then selects a goal or initiative        as the new parent, and when the user clicks on this selection,        the original initiative is associated with the new parent and        shows up so associated in the hierarchy.    -   Add SubProject: when the user wants to add a new subordinate        initiative with which the user is working, the user can use the        “add” button to view New Goal screen (see FIG. 7) and enter        information about the new initiative using the standard        template. When the information is entered, the new initiative is        placed appropriately in the hierarchy.    -   Add Milestone: this button allows the user to flag and define        major milestones in the initiative, which can be useful for        adding more detail if appropriate for monitoring significant        targets. The Create Milestone screen allows the user to name and        define the milestone and to set a finish date and status.    -   Project History: this button takes the user to a display of        project history (see FIG. 39) that shows when changes were made,        from creation of the initiative to modifications to any of its        attributes. This history can be very valuable for tracking key        events in the life of a goal or initiative for analytic or other        reasons. From this screen the user can also add comments to        explain particular events, or add new events.    -   Links: this button takes the user to a view (see FIG. 33) of the        links to any knowledge sources that the initiative team has        chosen to put here so that the knowledge sources will be        accessible to any members when necessary. An advantage of this        facility is that with the domain structure linked to goals and        initiatives and with knowledge linked to the goals and        initiatives, the organization is provided with a clear and        natural organization for placing and locating critical        information when needed. From this screen the user can add links        (see FIG. 32).    -   Gaps Analysis: this button takes the user to the list of        contributing goals/projects (with actual and desired weightings)        by domain—screen (see FIG. 12). From this list the user can        determine whether the changes for each key domain have been        identified. If the user is dissatisfied, the user can either        select the edit button and change specific information about one        or more of the existing contributing goals/projects or click on        “Add” to get to the Edit Contributing Goal screen (see FIG. 7).        In the latter case, the user can select a domain and enter the        name of a new initiative, its actual achievement weighting        (based on current status) and desired achievement weighting        (based on the importance of this initiative to achieving the        parent goal). When the new initiative idea is submitted, the        software displays the Gap Analysis view with the new initiative        added. The user can continue to add new contributing        goals/projects by domain.    -   When the user is comfortable that the domains have been covered,        the user can click on a listed goal name and proceed directly to        its summary screen to begin to flesh out more information about        its characteristics such as its owner and objective.    -   In at least some cases, the value of the Gap Analysis is        substantial, because it allows users to brainstorm what changes        in the domain structure need to be made if a particular goal or        initiative is to be implemented successfully. In this regard,        the combination of domain structure and gap analysis keeps        members of the organization focused on how the organization        works and where improvements need to be made for strategic or        tactical reasons.    -   View Menu: the menu at the top of the Goal Hierarchy screen (see        FIG. 22) give the user access to hierarchical views that        facilitate decision making related to creating the hierarchy        itself, reviewing status, or flagging changes particularly        interesting to the user. A description of each of the buttons is        set forth in the following sections:    -   Select Domain: When this is selected the domain structure screen        is presented (see FIG. 23).    -   All Goals View: when this button is clicked, the user is        presented with screen (see FIG. 17) which repeats the hierarchy        on the left and adds relevant information on the right in five        categories useful to users when the users want to assess the        validity of the current goal hierarchy, including cost, payback        priority, domain, and due date (expressed as time remaining        before expected completion). From this screen, the user can        select other views where the hierarchy is sorted by category        represented by the column heading, e.g., is sorted in descending        order of costs, screen (see FIG. 17), thereby helping people        decide whether the level of investment required can be afforded.        Likewise, using column headings as buttons, the user can sort        the hierarchy into various views according to payback (see FIG.        19), priority (see FIG. 19), domain (see FIG. 16), or due date.        These views facilitate meetings and deliberations where users        need to quickly produce a variety of sorted views to achieve the        variety of perspectives needed to reach informed decisions. For        example, a view sorted by payback, with cost information also        visible, helps users decide whether the return on investment        will be sufficient to justify financially.    -   Sorting by priority allows users to view the relative weightings        that have been given to the goals and initiatives based on        factors deemed important from a prioritization perspective. In a        typical case, from a strategic perspective, the view sort by        domain is highly desirable because this view shows how the goals        and initiatives affect different aspects of the organization,        e.g., from dealing with customers, to processes, organization,        and economics. As a result, users can make common sense        decisions about, for example, whether all the needed changes in        all the domains have been accounted for.    -   Status View: this button takes the user to various views of the        portfolio sorted by information fields that indicate how well        the 15 goal or initiative is progressing. When the button is        clicked, the Projects by Status screen (see FIG. 18) is        presented, sorted by status categories and showing other column        headings that can be clicked on to get Projects by Stage (see        FIG. 20) or by Owner, Projects by Risk, and Projects by Due        Date. Armed with these views, users can decide where to focus        their attention to keep projects on track.    -   Alerts View: this button takes the user to the Project Alerts        View (see FIG. 26) which shows changes a particular user has        identified as being of particular interest. From this view, the        user can access the Set Alerts and Set AlertsEdit screens and        modify the goals and types of changes the computer is to monitor        and flag on the user's behalf.

In a typical embodiment, the Agile Manager is accessible from everydesktop, with appropriate security clearances, for individual or teamuse on-line, with print out ability for manual use, and for electronicprojection to facilitate team meetings. The software is flexible and isarranged to allow the user to make non-structural changes in, forexample, the specifics contained. The user changes the “base case” toreflect the desired language and sub-domain elements. As a result, themore the tool is used, the more the tool comes to reflect the user andthe user tends to become proficient with the tool.

The technique (i.e., at least a portion of one or more of the proceduresdescribed above) may be implemented in hardware or software, or acombination of both. In some cases, it is advantageous if the method isimplemented in computer programs executing on programmable computersthat each include a processor, a storage medium readable by theprocessor (including volatile and non-volatile memory and/or storageelements), at least one input device such as a keyboard, and at leastone output device. Program code is applied to data entered using theinput device to perform the procedure described above and to generateoutput information. The output information is applied to one or moreoutput devices.

In some cases, it is advantageous if each program is implemented in ahigh level procedural or object-oriented programming language such asMicrosoft C or C++ to communicate with a computer system. The programscan be implemented in assembly or machine language, if desired. In anycase, the language may be a compiled or interpreted language.

In some cases, it is advantageous if each such computer program isstored on a storage medium or device (e.g., ROM or magnetic diskette)that is readable by a general or special purpose programmable computerfor configuring and operating the computer when the storage medium ordevice is read by the computer to perform the procedures described inthis document. The system may also be considered to be implemented as acomputer-readable storage medium, configured with a computer program,where the storage medium so configured causes a computer to operate in aspecific and predefined manner.

1. A system for supporting management of a collaborative activity bypersons involved therein, the persons not being specialists ininformation technology, the system being implemented using a processorand a storage device accessible to the processor, and the systemcomprising: a representation of a model of the collaborative activity inthe storage device, the model of the collaborative activity includingmodel entities, the model entities providing access to informationconcerning the collaborative activity, being organized into a pluralityof hierarchies having a plurality of types, and a given model entitybeing capable of simultaneously belonging to a hierarchy having one ofthe types and a hierarchy having another of the types; and saidprocessor being configured to provide a graphical user interface to aperson of the persons for providing outputs to the person and respondingto inputs from the person by performing operations on a model entity aslimited by a type of access which the person has to the model entity,the operations including controlling access to the model entity,creating, modifying, and/or deleting the model entity, assigning themodel entity to a location in a hierarchy, accessing and/or modifyingthe information concerning the collaborative activity via the modelentity, viewing model entities as ordered by a hierarchy to which theentities belong, and viewing model entities as ordered by a value in theinformation concerning the collaborative activity to which the entitiesgive access.
 2. The system set forth in claim 1 wherein: the modelfurther includes representations of further information that are relatedto certain of the representations of the model entities; and thegraphical user interface further permits the person to access therepresentations of the related further information via the modelentities to which the representations are related.
 3. The system setforth in claim 2 wherein: the graphical user interface further permitsthe person to modify the further information.
 4. The system set forth inclaim 3 wherein: the further information is a document that isaccessible to the system.
 5. The system set forth in claim 3 wherein:the further information is a message sent to the person by anotherperson.
 6. The system set forth in claim 4 wherein: the furtherinformation is a discussion concerning the model entity among thepersons.
 7. A data storage device, the data storage device beingcharacterized in that: the data storage device contains a representationof a model of the collaborative activity in the storage device, themodel of the collaborative activity including model entities, the modelentities providing access to information concerning the collaborativeactivity, being organized into a plurality of hierarchies having aplurality of types, and a given model entity being capable ofsimultaneously belonging to a hierarchy having one of the types and ahierarchy having another of the types and a program which, when executedby the processor, provides a graphical user interface to a person of thepersons for providing outputs to the person and responding to inputsfrom the person by performing operations on a model entity as limited bya type of access which the person has to the model entity, theoperations including controlling access to the model entity, creating,modifying, and/or deleting the model entity, assigning the model entityto a location in a hierarchy, accessing and/or modifying the informationconcerning the collaborative activity via the model entity, viewingmodel entities as ordered by a hierarchy to which the entities belong,and viewing model entities as ordered by a value in the informationconcerning the collaborative activity to which the entities give access.8. A method of supporting management of a collaborative activity bypersons involved therein, the persons not being specialists ininformation technology and the method being performed in a system whichincludes a processor and a storage device accessible to the processor,the storage device containing a model of the collaborative activity, themodel including representations of model entities, a givenrepresentation of a model entity being capable of simultaneouslybelonging to hierarchies including a hierarchy and another hierarchy,and the representations of model entities providing access toinformation relating to the collaborative activity, the processorproviding an interface for a person of the persons, and the methodcomprising the steps performed in the system of: receiving a definitionof a model entity belonging to the model of the collaborative activityfrom a person of the persons via the interface and responding thereto byproducing a representation of the model entity in the storage device;and receiving a first indication of a first hierarchical relationshipbetween the model entity and another model entity belonging to thehierarchy from the person via the interface and responding thereto byrelating the model entity to the other model entity in the hierarchy andreceiving a second indication of a second hierarchical relationshipbetween the model entity and a third model entity belonging to the otherhierarchy from the person via the interface and responding thereto byrelating the model entity to the third model entity in the otherhierarchy.
 9. The method set forth in claim 8 further comprising thestep of: receiving an indication from the person via the interface thatone or the other of the hierarchical relationships is to be shown in theinterface and responding thereto by showing the indicated relationshipin the interface.
 10. The method set forth in claim 8 wherein: thehierarchy and the other hierarchy are different types of hierarchicalrelationships.
 11. The method set forth in claim 10 wherein the methodfurther comprises the steps of: receiving a third indication from theperson via the interface of the type of hierarchical relationship to beused in displaying the model entity in the interface; and respondingthereto by displaying the model entity in the interface using theindicated hierarchical relationship.
 12. The method set forth in claim 9wherein: the indicated hierarchical relationship is shown in theinterface by displaying model entities as sorted by the relationship.13. The method set forth in claim 8 wherein the representation of themodel entity includes a representation of information about thecollaborative activity and the method further comprises the steps of:receiving a third indication of the model entity from the person via theinterface; receiving a fourth indication of the information from theperson via the interface; and responding thereto by producing therepresentation of the information in the interface as part of therepresentation of the model entity in the interface.
 14. The method setforth in claim 13 further comprising the steps of: receiving a fifthindication from the person via the interface that the information in therepresentation of the information in the representation of the modelentity is to be displayed; and responding thereto by showing theindicated information in the interface.
 15. The method set forth inclaim 13 further comprising the step of receiving a sixth indicationfrom the person via the interface that the information in therepresentation of the information in the representation of the modelentity is to be modified; and responding thereto by permitting theperson to modify the information.
 16. The method set forth in claim 13further comprising the steps of: receiving a sixth indication from theperson via the interface that the model entities are to be sorted byvalues of the information in the representation of the information inthe representation of the model entity; and responding thereto byshowing the sorted model entities in the interface.
 17. The method setforth in claim 8 further comprising the steps of: receiving a thirdindication from the person via the interface of a model entity;receiving a fourth indication that further information is to be relatedto the indicated model entity; and responding thereto by relating arepresentation of the further information to the representation of theindicated model entity.
 18. The method set forth in claim 17 furthercomprising the steps of: receiving a fifth indication from the personvia the interface that the further information related to the modelentity is to be displayed; and responding thereto by showing the relatedfurther information in the interface.
 19. The method set forth in claim18 further comprising the steps of: receiving a sixth indication fromthe person via the interface that the further information related to themodel entity is to be modified; and responding thereto by modifying therelated further information.
 20. A data storage device, the data storagedevice being characterized in that: the data storage device contains amodel of the collaborative activity, the model including representationsof model entities, a given representation of a model entity beingcapable of simultaneously belonging to hierarchies including a hierarchyand another hierarchy, and the representations of model entitiesproviding access to information relating to the collaborative activityand further contains a program which, when executed by a processor,implements a method of supporting management of a collaborative activityby persons involved therein, the persons not being specialists ininformation technology, comprising the steps of: receiving a definitionof a model entity belonging to the model of the collaborative activityfrom a person of the persons via the interface and responding thereto byproducing a representation of the model entity; and receiving a firstindication of a first hierarchical relationship between the model entityand another model entity belonging to the hierarchy from the person viathe interface and responding thereto by relating the model entity to theother model entity in the hierarchy and receiving a second indication ofa second hierarchical relationship between the model entity and a thirdmodel entity belonging to the other hierarchy from the person via theinterface and responding thereto by relating the model entity to thethird model entity in the other hierarchy.
 21. The system set forth inclaim 1 wherein: there is a plurality of types of model entities; andthe graphical user interface shows a model entity's type.